Organizational Capacity Development Research Articles

Evaluation of the HR Management and Organization Capacity of Bapenda for Optimizing Regional Fiscal Independence

This research aims to evaluate the capacity of the Tegal Regency Regional Revenue Agency as a regional tax management organisation based on the two OECD pillars, namely human resource management, and organisational management, to assist the Tegal district government's efforts to increase fiscal independence. This research uses a qualitative approach with a case study method. Primary data sources are interviews with seven respondents at the Regional Revenue Management Agency of Tegal Regency and secondary data in the form of documents related to the research topic. The results of the research show that the condition of human resource management capacity and organisational management of the Tegal Regency Bapenda still requires further capacity development, especially capacity in the medium and significant categories. Some of the problems that still need further capacity development include those related to the competence of employees at Bapenda who do not fully fulfil tax administration functions, the division of tasks and authority that is still not effective. Also, there are still policies that have not been evaluated and updated regularly. This research is expected to provide an overview of the condition of human resource management capacity and the Tegal Regency Bapenda organisation's management of regional taxes so that it can be used as a reference in planning organisational capacity development in an effort to achieve regional fiscal independence.

Annual Survey of State and Territorial Chronic Disease Prevention and Health Promotion Capacity and Organizational Development Needs—United States, 2023

Objective: The National Association of Chronic Disease Directors (NACDD) is a nonprofit organization that supports state and territorial chronic disease prevention and health promotion efforts through capacity building and technical assistance. Each year, NACDD surveys health department leaders who oversee chronic disease prevention and health promotion (hereafter, Chronic Disease Directors). We have previously used the annual survey results to inform strategic planning and resource allocation but have not historically published key findings in the peer-reviewed literature. In this paper, we report on NACDD’s 2023 survey outcomes and place those findings into the broader public health policy context. Design: State Chronic Disease Directors completed a survey about their organizational capacity and development needs. Responses were summarized in aggregate and by jurisdiction size. Results: State chronic disease units have varied staffing and responsibilities, but most address diabetes, cardiovascular diseases, and cancer screening and prevention. Chronic Disease Directors generally reported strong or improving capacity in most practice areas but ranked workforce development lower. Staffing increased slightly during 2023 compared with the 2020 baseline (median of 1.3 and 1.1 employees per 100 000 jurisdiction population, respectively). However, Chronic Disease Directors expressed ongoing concerns about turnover, hiring, and training of inexperienced staff, as well as about funding limitations and uncertainty. Looking forward to 2024, many Chronic Disease Directors expressed intentions to focus on supporting their workforce with training and development opportunities and addressing health equity. Conclusions: During this period of pandemic recovery, turnover, hiring, and training—particularly of the many new public health staff—remain key areas of concern for many chronic disease units. Continued stabilization of public health funding and increased prioritization of organizational capacity development—particularly workforce development, chronic disease data systems, and tools for addressing health equity—could help ensure chronic disease units can better address current and emerging challenges in chronic disease prevention and health promotion.

A Model for Enhancing Organizational Capacity in State Islamic Higher Education Institution Study Programs to Achieve International Reputation

Capacity building in organizations is an innovative strategy aimed at enhancing efficiency, effectiveness, productivity, and accountability to achieve global recognition. This article investigates organizational capacity building within the Doctoral Study Program in Islamic Education Management at the Postgraduate Program of the State Islamic University of Maulana Malik Ibrahim Malang, an institution committed to attaining an international reputation. Using a qualitative approach and descriptive analysis, data were gathered through interviews, observation, and documentation. The study reveals that: (1) the development of organizational capacity to achieve international recognition focuses primarily on human resource development and organizational strengthening; (2) visionary leadership is the most crucial factor in reaching international status; and (3) the process of building organizational capacity involves socializing the goals of international recognition, empowering existing resources, managing the transition through the ADKAR Prosci model, and striving to become an internationally recognized Islamic university. These findings suggest that enhancing organizational capacity in an effective, efficient, and sustainable manner can significantly improve the productivity, performance, and accountability of study programs, contributing to their international reputation.

Understanding the capacity development of faculty development programs: a sequential explanatory mixed methods study

BackgroundFaculty development programs can bring about both individual and organizational capacity development by enhancing individuals’ attitudes, values, and skillsto enable them to implement organizational change. Understanding how faculty development programs produce capacity development, and the influencing factors, requires further understanding. This study aimed to explore the perceptions of the participants of a faculty development program about the capacity development features of the program and the influencing factors.MethodsA sequential explanatory mixed methods design was used. Faculty members were surveyed about their perspectives on capacity development of faculty development. Subsequently, 22 interviews were conducted with the respondents to deepem understanding of the survey results. Interview transcripts underwent conventional content analysis.ResultsA total of 203 completed the questionnaire. Most of the faculty highly agreed that the faculty development programs had produced capacity development. The combined data identified (a) “quality of faculty development programs”, underscoring the significance of robust and comprehensive initiatives, (b) “development in instruction”, emphasizing the importance of continuous improvement in pedagogical approaches (c) “development in professionalism”, highlighting the necessity for cultivating a culture of professionalism among faculty members, (d) “development in attitude towards education”, emphasizing the role of mindset in fostering effective teaching practices, and (e) “supporting faculty development programs”, with fostering organizational growth and innovation. Important barriers and facilitators of the capacity development process included several organizational, interpersonal, and individual factors.ConclusionThe study identified specific features of the capacity development process in the context of a faculty development program and highlighted the importance of these programs in producing changes in both individuals and within the wider organizational system. Several factors that enabled and constrained the capacity development process were also identified. The findings of the study can inform future implementation of faculty development programs for capacity development.

Analysis of the Role of BPK RI in Promoting Organizational Capacity Development of ASEANSAI in the Period 2018-2023

The development of international audit organizations is crucial for enhancing accountability, transparency, and integration of public sector financial management globally. In Southeast Asia, the establishment of the Association of Southeast Asian Nations Supreme Audit Institutions (ASEANSAI) is significant for fostering regional cooperation in financial auditing. The Supreme Audit Agency of the Republic of Indonesia (BPK RI) plays a pivotal role as the ASEANSAI Secretariat, supporting and developing the organization's performance. As ASEANSAI matures, organizational capacity development becomes a key challenge. This study aims to analyze BPK RI's role in enhancing ASEANSAI's organizational capacity during the 2018-2023 period, utilizing Dillen et al.'s (2019) theory of transition from managerial roles to strategic experts and Walters' (2019) theory of organizational capacity development. Employing a qualitative methodology and conducting in-depth semi-structured interviews with 18 individuals from both internal and external ASEANSAI, the study identified several suboptimal aspects in the Secretariat's role and ASEANSAI's capacity development, including human resource management, financial management, and organizational performance stability. The findings suggest that these issues stem from inadequate strategic human resource development, limited financial resources, and external environmental changes such as the COVID-19 pandemic and regional socio-humanitarian issues.

How Pentahelix Can Foster Institutional Capacity and Commitment (Study Case Coffee Business Development)

Sekolah Kopi Raisa, a hybrid organization that empowers and educates communities, has an institutional model that other similar organizations might use. Penta helix players affect organization creation and performance. With a penta-helix approach, this study builds a model of Sekolah Kopi Raisa's commitment and institutional capability in coffee company growth. This study employs descriptive qualitative methods. Penta-helix players must support research findings to increase organizational commitment and capability. Both components boost corporate productivity and impact society. Penta helix actors promote organizational commitment and capacity development models, including change goals, influence, normative commitment, emotional, and shared vision. Human resources, networks, and structural development are other entities.

Organizational learning capacity and international development project success in West Africa: A case study

Very few studies have focused on organizational learning within a team as a key success factor for international development projects. In particular, the relationship between organizational learning capacity, organizational efficacy, and project success has received little attention. This is the objective of this case study. It explores this relationship based on 23 semi-structured interviews with project coordinators, team members, and beneficiaries of two projects financed by the West African Development Bank (WADB) in Benin and Senegal. The results show that the social process of developing organizational learning capacity within a project team is a crucial issue for organizational efficacy and project success. Points for practitioners Within a team, establishing a framework for developing organizational learning capacity, characterized by autonomy, experimentation, and interaction with stakeholders, is a key project success factor. Flexible and adaptive approaches may foster organizational learning and help explore, through action, new project capacities. Such approaches may help increase the odds of project success in terms of international development and, thus, create value for stakeholders including beneficiaries.

Organizational Capacity Building in Disability Empowerment by UPT Sentra Wirajaya Makassar

Capacity Building is a set of activities in which individuals (individuals, organizations, communities, or nation-states) develop the ability to effectively take part in governance. This study aims to see how organizational capacity development has been implemented by UPT Sentra Wirajaya Makassar in terms of disability empowerment in the city of Makassar. The population in this study is employees at the UPT Sentra Wirajaya Makassar Office. Interview guidelines. Data used to be analyzed in a qualitative descriptive manner. The results showed that: 1) Monitor the external environment to identify needs and opportunities for organizational change, has run optimally because UPT sentra wirajaya has been able to develop organizational capacity in terms of monitoring external trends to develop its strategy. 2) Review the organization's strategy, where this strategy works well because the organization has carried out job training that is in direct contact for people with disabilities. 3) Identify capacity needs and plan for capacity development, namely initial monitoring The assessment at this stage has run optimally because it has been deeply carried out by social workers to find out the self-development needs of people with disabilities from various aspects. 4) Negotiate external support forms of external cooperation of the organization have not run optimally to external parties. 5) Implement and manage the capacity development process is already running a good SOP. Where the organization is based on the Constitution on persons with disabilities. 6) Monitor and evaluate the capacity development process Regular monitoring and evaluation of the capacity building process in relation to changes in organizational priorities has been carried out well.

Analysis of Organizational Capacity Development National Food Agency

National food security is the nation's main capital in realizing prosperity and increasing competitiveness and facing global challenges. In response to these conditions, the Government has taken a number of steps to improve national food management, one of which is through Law No. 18 of 2012 regarding Food and its derivative regulations which mandate the formation of a National Food Agency. Nearly three years after its formation, the performance of the National Food Agency still has a number of obstacles in terms of limited infrastructure, limited budget, limited human resources, and performance indicators that are not in accordance with the authority of the Agency. The article entitled Analysis of Organizational Capacity Development of the National Food Agency aims to analyze the development of the organizational capacity of the National Food Agency so that it is able to carry out its duties and functions optimally through the concept of organizational capacity development theory. Data collection in this research used a qualitative approach through analysis of literature studies from journals, books and statutory regulations documents as well as making observations, then comparing the results of the literature study collection and observations. Based on the analysis that has been carried out, the organizational capacity of the National Food Agency needs to be increased through development in the dimensions of staffing, human resources , resource development, financial health, and financial systems, and strategic planning, mission, and vision.

Designing the Organizational Learning Capacity Development Model with an Entrepreneur University Approach

Designing the Organizational Learning Capacity Development Model with an Entrepreneur University Approach

Understanding the costs of co‐commissioning: Early experiences with co‐commissioning in Australia

AbstractPublic services, such as health and other human services, are increasingly being delivered by third‐party providers (providers) under contract to public sector organisations (PSOs). While often advantageous to PSOs, this creates a fragmented service context which is difficult for consumers to navigate. Further, providers often deliver services under multiple contracts to multiple funders, with high reporting requirements, high administrative costs, and low operational sustainability. Policymakers have encouraged co‐commissioning—where PSOs come together to jointly commission services—to increase the efficiency and effectiveness of outsourcing. This article seeks to understand the costs of co‐commissioning in Australia, and consequently the enablers and barriers to co‐commissioning. This qualitative study is based on the early experiences of co‐commissioning by one of 31 Primary Health Networks (PHNs). Using transaction cost economics (TCE) theory, the study explains how the PHN started co‐commissioning services with other PHNs, before co‐commissioning with other types of organisations. The PHN also co‐commissioned relatively simple activities first, before moving on to more complex services. The insights provided using TCE theory help explain why co‐commissioning is initially complicated (and costly), requiring time to understand both the services to be commissioned and the governance requirements of each party involved. While initial transaction costs may be high when co‐commissioning, this may reflect organisational learning and capacity development costs ‐ therefore, costs are expected to reduce over time.Points for practitioners Fragmentation in policy and funding also leads to fragmentation of human services and high costs to service providers. Co‐commissioning is where multiple funders pool funds and strategically commission services together. Co‐commissioning offers a way to reduce fragmentation and reduce costs to service providers, potentially offering better public value. Co‐commissioning can initially take time and resources to establish. Over time, as organisations learn, the cost of co‐commissioning reduces potentially offering benefits to funders, providers, and service users.

APRENDIZAGEM E CAPACIDADE DE INOVAÇÃO RESPONSÁVEL

As empresas estão enfrentando um ambiente de negócios cada vez mais complexo e dinâmico, recorrendo à inovação como alternativa para elevar sua capacidade competitiva. No entanto, a emergência de novas tecnologias e a mudança para um novo modelo de desenvolvimento econômico, que combina aspectos econômico-financeiros com perspectivas socialmente responsáveis e ambientalmente conscientes, tem gerado desafios acima da capacidade de resposta destas empresas. O problema reside em como se ajustar às novas realidades, rápida e assertivamente. Estudos recentes apontam que as empresas precisam incrementar a aprendizagem organizacional para desenvolver capacidade de inovação, agora não mais sob parâmetros tradicionais, mas, adotando novos modelos, como a inovação responsável. Este estudo tem o objetivo de apontar fatores determinantes para que, concomitantemente, iniciativas de aprendizagem organizacional e desenvolvimento de capacidade de inovação possam facilitar a inserção da inovação responsável em seus processos. Trata-se de um estudo qualitativo e exploratório, que contou com uma revisão da literatura científica que trata dos conceitos de aprendizagem organizacional, capacidade de inovação e inovação responsável. Os resultados mostram que aprendizagem organizacional e desenvolvimento de capacidade de inovação podem facilitar a implementação da inovação responsável no processo inovativo de empresas, contribuindo para a transição ao modelo de desenvolvimento responsável e sustentável. Esta implementação pode garantir maior capacidade competitiva, diferenciando os produtos e serviços ofertados pelas empresas no mercado, além de se alinhar às novas demandas de stakeholders, principalmente, colaboradores e consumidores atentos às novas realidades tecnológicas e socioambientais.

A process for converting an in-person training to increase church capacity to implement physical activity and healthy eating practices and policies to an online format.

The implementation of evidence-based public health programs into practice is critical for improving health, but trainings for organizational change agents are often not scalable. To describe the process of converting a training that targets faith-based organizational capacity development from an in-person to an online format. We engaged in an iterative process to convert the training delivery mode from in-person to online that included assessing stakeholder support, consulting the literature on best practices, seeking a design team, consolidating content, designing engaging lessons, and building an online site. Feedback from end-users and other audiences was incorporated throughout. Pilot participants with characteristics like intended training users were then recruited via community and faith-based partner networks. They rated their agreement with statements about the effectiveness as well as design and functionality of each lesson and the overall training (1 = strongly disagree, 5 = strongly agree) and participated in a structured follow-up interview. Nine pilot participants (representing 9 churches in 7 states; 6 African American, 5 with health ministries) rated the online lessons favorably (all ratings ≥ 4.5). Most (90.4%) perceived the lesson duration to be "just right" and spent 52.5 ± 9.9 minutes/lesson. Participants evaluated the overall training positively (all ratings ≥ 4.7). Lesson content, resources, multimedia, and program ideas were most-liked aspects of lessons, while content, staff responsiveness, discussion board, and pace were most-liked aspects of the overall training in open-ended and interview responses. This paper shares a replicable process for converting training modalities from in-person to online with the goal of increased scalability.

The role of the state apparatus in organisational capacity development: a case study in the Presidential Staff Office of the President of the Republic of Indonesia

Capacity building is a means to help governments, communities, and individuals to develop their abilities and knowledge to achieve organisational goals. This study aims to describe and comprehensively analyse whether capacity building will be effective if: 1) the organisations vision and mission are translated operationally and understood by all stakeholders in the organisation; 2) the policy system created has an adaptive ability to internal and external changes; 3) an efficient but effective organisational structure exists in supporting the implementation of main tasks and functions of the organisation; 4) there are improvements in managerial and leadership capabilities of personnel in certain positions; 5) there is development of human resources. The developmental model of the capacity building could be used to increase the effectiveness of the public policy formulation process, not only inside the Presidential Staff Office but also in the public institution and organisation.

The capacity building of Disaster Risk Reduction Forum (F-PRB) West Sumatra Province in increasing the performance

The aims of this study are to describe and analyze how the building capacity at the Disaster Risk Reduction Forum in West Sumatra Province (F-PRB). This research is based on the importance of the existence of Disaster Risk Management Forum related to disaster risk reduction that often occurs in West Sumatera region. The role of F-PRB that is not yet maximized is also the background of this research. This study applied descriptive qualitative research methods with data collection methods are interviews and documentation. All obtained data were analyzed in etic and emic to find a conclusion. The conclusion of this study is the organizational capacity development carried out by the West Sumatra Province Disaster Risk Management Forum is still not optimal at the system, organizational, and individual levels. This is due to the lack of support from the government, private sector, and memberships related to the facilities, infrastructures, and budgets. In the future, it is hoped that the government, both at the central and regional levels, private sector will improve and add facilities and infrastructure, as well as the budget for the F-PRB of West Sumatra Province so that it can carry out its functions and roles optimally.

Business Networks and Organizational Resilience Capacity in the Digital Age during COVID-19

Based on organizational information processing theory (OIPT), this study examines how and when business networks exert a positive influence on firms’ organizational resilience capacity. Using data collected from 409 Chinese manufacturing firms during the COVID-19 pandemic, and by disaggregating business networks into two dimensions—network breadth and network depth—our findings show, firstly, that both network breadth and network depth are positively correlated to the organizational resilience capacity of firms; secondly, that these relationships are mediated by firms’ ambidextrous learning; and thirdly, that the positive effects of network breadth and network depth on organizational resilience capacity are stronger when the firms’ digital technology levels are higher. Furthermore, through additional analysis, we find that the positive impact of business networks on organizational resilience capacity is stronger for non-state-owned enterprises (non-SOEs) than it is for SOEs, and also that the moderating effect of digital technology on the relationship between business networks and organizational resilience capacity is greater for non-SOEs than it is for SOEs. These findings provide new insight into how a firm’s business network, in combination with its ambidextrous learning and level of digital technology, affects its organizational resilience capacity development, which helps it survive a crisis for future sustainable development.

Visioner Leadership in Education and Training Organizational Capacity Development in The Era of Covid 19 Disruption and Industry 4.0

The aims of the study is to reveal visionary leadership in developing organizational capacity in the era of disruption to the covid-19 and industry 4.0. This research used a qualitative descriptive approach with a case study at the Human Resources Development Center of Manpower (PPSDM) in Jakarta, Indonesia. Informants were structural officials, coordinators and sub-coordinators, widyaiswara, staff and training participants whose data were taken through interviews, observations and other documents such as program documents, implementation to evaluation as secondary data. Visionary leadership and its characteristics play an important role in developing organizational capacity in times of Volatile, Uncertainty, Complex and Ambiguous. These characteristics can be seen in several competency domains applied by the leader, namely business, leadership, interpersonal, and intrapersonal domains. Based on data from these competency domains, through visionary leadership, PPSDM has metamorphosed into organizational capacity development armed with various strategies to achieve goals effectively, efficiently and productively even during the pandemic and industrial disruption 4.0.

Beyond the money: grantors supporting their grantees

This study analyses the relationship between grant-making foundations (grantors) and operative nonprofit organizations (grantees) to determine whether a positive association exists between foundations’ intervention beyond the money and grantees’ organizational capacity development. Data are collected using a survey of grantees who received funding from a Foundation of Banking Origin (FOB) in the context of Italy. The analyses portray three capacity-building factors that FOBs can deploy in addition to the financial grant, namely, operative support, goal alignment, and performance oversight. The results endorse our hypotheses that both the amount of operative support provided by the foundation and the higher perception of goal congruence between grantor and grantees are positively correlated with the organizational capacity of the grantee. Our results also suggest that the benefits of increased oversight prevail over the drawbacks.

Business networks and organizational resilience capacity in the digital age during COVID-19: A perspective utilizing organizational information processing theory

Based on organizational information processing theory (OIPT), this study examines how and when business networks exert a positive influence on firms’ organizational resilience capacity. Using data collected from 409 Chinese manufacturing firms during the COVID-19 pandemic, and by disaggregating business networks into two dimensions—network breadth and network depth—our findings show, firstly, that both network breadth and network depth are positively correlated to the organizational resilience capacity of firms; secondly, that these relationships are mediated by firms’ ambidextrous learning; and thirdly, that the positive effects of network breadth and network depth on organizational resilience capacity are stronger when the firms’ digital technology levels are higher. Furthermore, through additional analysis, we find that the positive impact of business networks on organizational resilience capacity is stronger for non-state-owned enterprises (non-SOEs) than it is for SOEs, and also that the moderating effect of digital technology on the relationship between business networks and organizational resilience capacity is greater for non-SOEs than it is for SOEs. These findings provide new insight into how a firm's business network, in combination with its ambidextrous learning and level of digital technology, affects its organizational resilience capacity development, which helps it survive a crisis for future sustainable development.

The role of the state apparatus in organizational capacity development: a case study in the presidential staff office of the President of the Republic of Indonesia

The role of the state apparatus in organizational capacity development: a case study in the presidential staff office of the President of the Republic of Indonesia